Integrating ICT adoption issues into (e-)leadership theory
Information and communication technologies (ICTs) are having a profound effect in society and organizations. However, the literature on ICT adoption—from selection to implementation—has not been well integrated into leadership theory. This is particularly true in terms of adoption. Leaders must adopt ICTs not only for their own competence—an antecedent condition for what is considered e-leadership, but choose, recommend, and support implementation of ICTs for their organizations/units to use. Leaders are also expected to become effective in dealing and navigating the challenges of leading within the digital space. At this moment, there are two pertinent literatures: the technology adoption literature and the enterprise resource planning literature—which can be considered an important special case of leadership change management literature—and which could provide the theoretical basis for developing a unified theoretical perspective on e-leadership. This article provides a framework and propositions to connect these literatures by focusing on the effects of individual leader characteristics on the ICT adoption process from both a personal and enterprise-wide perspective. Study limitations and future research opportunities are outlined.
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